Two weeks later, the Satyam saga can be broken down
into four distinct elements. Each requires a
different set of responses. For instance, how the
regulators and investigating agencies need to deal
with the fraud has little or nothing to do with the
tasks of the new board of directors. This article
outlines the four issues and suggests what actions
we require for each.
The first is the criminal behaviour of the promoter,
B Ramalinga Raju, and his accomplices who have
committed a mammoth fraud on the listed corporation
and its shareholders and, according to newspaper
reports, siphoned off thousands of crores of rupees
out of Satyam to finance sundry property-related
ventures in Maytas and possibly other family-held
companies.
What should we expect in the Raju et al fraud issue?
The most important is for the government and its
agencies to demonstrate that this will not be
another example of under-enforcement. If Raju and
his co-conspirators have defrauded the company, as
it seems they have, they must very quickly receive
maximal civil and criminal punishment. Investors
will not tolerate yet another case of Indian
investigative and legal procrastination, especially
for a crime of this scale. They won’t put up with
needless turf battles between the ministry of
corporate affairs, Sebi, Andhra police, Serious
Frauds Investigation Office and CID. These agencies
had better cooperate — perhaps for the first time in
their history — and bring the criminal(s) to book
double-quick. The press needs to be hawk-like on
this one. There will be those in high places who
won’t want the truth to come out, especially on the
land deals. We must exert enough pressure to ensure
that such worthies can’t muzzle the investigations
and delay the findings.
The second relates to Satyam’s auditors. Who did the
company’s internal audit de facto report to — the
CFO or directly to the audit committee of the board
of directors? Did the internal auditors detect
serious irregularities in financial controls and the
financial reporting processes? If so, what did they
do with their findings? We also have to examine the
role of the statutory auditors, Price Waterhouse,
which did the Indian GAAP audit as well as the audit
according to International Financial Reporting
Standards (IFRS). Are Raju’s confessions in his
January 7, 2009 letter true? Was there, in fact, a
hole in the cash and bank balance of Rs 5,040 crore
as on September 30, 2008? If so, why was it not
detected? Was there, as Raju confessed, a Rs 588
crore over-statement of revenues and net income for
the quarter ended September 30, 2008? Was such a
fraud occurring quarter on quarter, as Raju
suggests? If so, how did it escape scrutiny? In
short, was the statutory auditor, especially its
signing partner, Srinivas Talluri, sleeping on the
bridge of the ship? And were these errors of
omission, or connivance?
As yet, I am not terribly hopeful about the
audit-related investigations. For one, there is the
possibility that considerable paper has been
destroyed at Satyam. The investigators need to
really grill the Raju brothers, the CFO (Srinivas
Vadlamani) and others in the finance department and
Price Waterhouse — and do so with considerable
financial and forensic intelligence. Unfortunately,
such skills are scarce in India, especially among
our investigating authorities. So the task will be
difficult. For another, past records suggest that
the Institute of Chartered Accountants of India (ICAI)
hasn’t been proactive in investigating and debarring
errant members. That may change in the present
instance. We need to ensure that it does.
The third relates to the independent directors on
Satyam’s board, before they resigned or were
replaced by the new crop. How did they acquiesce to
the huge $1.6 billion proposed related-party
transaction between Satyam and Maytas? Why did none
think that the proposal was inappropriate? Business
Standard’s headline on January 18 (“Satyam’s
directors asked questions, but only just”) is
unfortunately true. The minutes of the December 16,
2008 board meeting show that no director dissented
to a colossal related-party transaction — that was
being proposed by a management whose promoters
allegedly held a mere 8.74 per cent of the company’s
equity — which involved transferring $1.6 billion to
companies where the promoter, his family and
associates owned 36.6 per cent of equity. The issues
discussed were valuation, core competencies and how
to make a “compelling presentation” to outside
shareholders and analysts that the deal was
value-enhancing. No independent director said, “I
don’t like this huge related-party transaction. So,
I will dissent, say what you will.”
As an independent director on the board of some
listed companies (including Infosys, which is a
competitor of Satyam), I believe that we must
honestly ask ourselves how we can improve the
discharge of our fiduciary responsibilities. Yes, we
mustn’t tar everyone with the same brush. Equally,
however, we need to work much harder. Independent
directors are watchdogs appointed by the
shareholders to look after their interest. They can
be collegial with management; but they can’t be
longstanding buddies. If management suggests
anything that may be inimical to the value or
reputation of the company, or can hurt minority
shareholders, it is their responsibility to bark.
Only one definition of ‘independence’ matters: you
must stand up to management whenever needed. It’s
time we went back to that basic principle, and
evaluated our board-level corporate governance
principles and conduct yet again.
The fourth issue relates to the role of the new
board of Satyam. It must quickly appoint a new CEO
and CFO; arrange for funds to keep operations going;
assure customers about Satyam’s quality and delivery
capabilities and ensure that client work does not
suffer; prevent other competitors from actively
poaching business; comfort the company’s employees;
get a sense of the real financial position and legal
liabilities; and start a process of finding a good
buyer for the company’s real assets — its projects,
facilities and people. These are the parameters by
which one should judge the new board.
Four distinct sets of issues; four distinct sets of
expectations and responses. Let’s understand these
clearly, and monitor the outcomes. That’s a sensible
way of looking at this god-awful mess.
Published: Business Standard, January 2009